To keep customers happy, start with the front line

Across all three countries, frontline roles are marked by high turnover. In the US alone, more than half of frontline employees have considered quitting in the past year, putting an estimated 35 million jobs at risk. The resulting attrition could cost employers up to $1.8 trillion in replacement and productivity losses. Similar patterns emerge in the UK and Canada, where frontline dissatisfaction is closely tied to lack of career growth, inconsistent manager support, and pay concerns. 

Catalyst’s research across the UK, US, and Canada finds that employees who experience higher levels of transparency, fair management practices, and visible development pathways are far more likely to stay and engage. For instance, when UK-based frontline employees feel satisfied with their compensation and advancement opportunities, more than half report high organizational commitment. This drops to just 15% among those least satisfied. 

While compensation remains a central concern, the deeper drivers of satisfaction include access to opportunity, fair treatment from managers, and clear communication. This is especially important for women, who make up much of the frontline workforce and are often in lower-paid jobs with few opportunities to advance. Creating inclusive workplaces means addressing not just what people are paid — but how they are treated, heard, and developed. 

When employees understand how and why decisions are made, they report higher satisfaction, engagement, and commitment. Clear, consistent communication (particularly around business changes and expectations) builds trust. But this only works if messages actually reach those on the front line.

Frontline managers are the critical link between employees and the organization. When managers are trained to apply rules consistently and to communicate clearly about available training and development resources, employees report higher levels of satisfaction. Employees want to feel backed by their managers, so using real-world scenario training can help managers practice applying these policies consistently.

Frontline employees can feel stuck in roles with limited growth. But when employers provide visible development ladders, mentorship, and upskilling opportunities, employees are more likely to stay, engage, and show their commitment to the company. Advancement shouldn't be reserved for those in the know — it should be transparent and open to all.